管理學(xué)第8章戰(zhàn)略管理(StrategicManagement)ppt課件

1、Strategic Management戰(zhàn)略管理What managers do to develop the organizations strategies.Strategies 戰(zhàn)略The decisions and actions that determine the long-run performance of an organization. 1Strategic Management (contd)Business ModelIs a strategic design for how a company intends to profit from its strategies

2、, work processes, and work activities.Focuses on two things:Whether customers will value what the company is providing.Whether the company can make any money doing that.2Why is Strategic Management ImportantIt results in higher organizational performance.It requires that managers examine and adapt t

3、o business environment changes.It coordinates diverse organizational units, helping them focus on organizational goals.It is very much involved in the managerial decision-making process.3Exhibit 81The Strategic Management Process戰(zhàn)略管理過(guò)程4戰(zhàn)略管理過(guò)程 Prentice Hall, 20025Strategic Management Process 戰(zhàn)略管理過(guò)程St

4、ep 1: Identifying the organizations current mission, goals, and strategies確定組織當(dāng)前的使命、目的和戰(zhàn)略Mission: the firms reason for beingThe scope of its products and servicesGoals: the foundation for further planningMeasurable performance targetsStep 2: Doing an external analysis外部分析The environmental scanning o

5、f specific and general environmentsFocuses on identifying opportunities and threats6Exhibit 82Components of a Mission Statement使命陳說(shuō)構(gòu)成要素Source: Based on F. David, Strategic Management, 11 ed. (Upper Saddle River, NJ: Prentice Hall, 2007), p.70.7戰(zhàn)略目的、目的與義務(wù)陳說(shuō)1.用戶：公司的用戶是誰(shuí)？(比如SANYI公司的停車設(shè)備、遠(yuǎn)大的整體浴室？-是決議市場(chǎng)戰(zhàn)

6、略的根底)2.產(chǎn)品或效力：公司的主要產(chǎn)品或效力工程是什么？3.市場(chǎng)：公司在哪些地域競(jìng)爭(zhēng)？4.技術(shù)：公司的技術(shù)能否是最新的？5.對(duì)生存、增長(zhǎng)、盈利的關(guān)切：公司能否努力實(shí)現(xiàn)業(yè)務(wù)的增長(zhǎng) 和良好財(cái)務(wù)情況？6.觀念：公司的根本信心、價(jià)值觀、志向和品德傾向是什么？7.自我認(rèn)知：公司最獨(dú)特的才干或最主要的競(jìng)爭(zhēng)優(yōu)勢(shì)是什么？ 8.對(duì)公司籠統(tǒng)的關(guān)切：公司能否對(duì)社會(huì)、社區(qū)和環(huán)境擔(dān)任？9.對(duì)員工的關(guān)懷：公司能否視員工為珍貴的資產(chǎn)？8Strategic Management Process (contd)Step 3: Doing an internal analysis內(nèi)部分析Assessing organizati

7、onal resources, capabilities, and activities:Strengths create value for the customer and strengthen the competitive position of the firm.Weaknesses can place the firm at a competitive disadvantage.Analyzing financial and physical assets is fairly easy, but assessing intangible assets (employees skil

8、ls, culture, corporate reputation, and so forth) isnt as easy.Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats)9SWOT分析表10Exhibit 83Corporate Rankings (partial lists)Sources: “Americas Most Admired Companies, Fortune, February 22, 2006, p. 65; “The

9、 100 Best Companies to Work For, Fortune, January 11, 2006, p. 89; R. Alsop, “Ranking Corporate Reputations, Wall Street Journal, December 6, 2005, p. B1; and “The 100 Top Brands, BusinessWeek, August 1, 2005, p. 90.Interbrand/BusinessWeek 100 Top Global Brands (2021)1. Coca-ColaUS$71.9 billion 2. I

10、BM(US$ 69.9 billion)3. Microsoft(US$59.1 billion), Harris Interactive/Wall Street Journal National Corporate Reputation (2005)1. Johnson & Johnson2. Coca-Cola3. Google4. United Parcel Service5. 3M CompanyHay Group/Fortune Americas Most Admired Companies (2006)Great Place to Work Institute/Fortune100

11、 Best Companies to Work For (2006)1. General Electric2. FedEx3. Southwest Airlines4. Procter & Gamble5. Starbucks1. Genentech2. Wegmans Food Markets3. Valero Energy4. Griffin Hospital5. W. L. Gore & Associates11Strategic Management Process (contd)Step 4: Formulating strategies構(gòu)造戰(zhàn)略Develop and evaluat

12、e strategic alternativesSelect appropriate strategies for all levels in the organization that provide relative advantage over competitorsMatch organizational strengths to environmental opportunitiesCorrect weaknesses and guard against threats12內(nèi)部?jī)?yōu)勢(shì)內(nèi)部?jī)?yōu)勢(shì)由穩(wěn)定型向開(kāi)展型開(kāi)展型戰(zhàn)略緊縮型戰(zhàn)略多元化戰(zhàn)略SWOT戰(zhàn)略選擇圖要挾時(shí)機(jī)13Strategic

13、Management Process (contd)Step 5: Implementing strategies實(shí)施戰(zhàn)略Implementation: effectively fitting organizational structure and activities to the environment.The environment dictates the chosen strategy; effective strategy implementation requires an organizational structure matched to its requirements

14、.Step 6: Evaluating results評(píng)價(jià)結(jié)果How effective have strategies been?What adjustments, if any, are necessary?14Types of Organizational StrategiesCorporate Strategies公司戰(zhàn)略Top managements overall plan for the entire organization and its strategic business unitsTypes of Corporate Strategies公司戰(zhàn)略類型Growth: ex

15、pansion into new products and marketsStability: maintenance of the status quoRenewal: redirection of the firm into new markets15Exhibit 84Levels of Organizational Strategy16Corporate StrategiesGrowth Strategy增長(zhǎng)戰(zhàn)略Seeking to increase the organizations business by expansion into new products and market

16、s.Types of Growth Strategies增長(zhǎng)戰(zhàn)略的類型Concentration集中化Vertical integration垂直一體化Horizontal integration(程度一體化)Diversification(多元化)17Growth StrategiesConcentration集中方式-密集性增長(zhǎng)戰(zhàn)略Focusing on a primary line of business and increasing the number of products offered or markets served.18密集化增長(zhǎng)戰(zhàn)略是在一個(gè)特定市場(chǎng)的全部需求購(gòu)買潛力尚未

17、到達(dá)極限時(shí)所存在的市場(chǎng)時(shí)機(jī)。密集化增長(zhǎng)可以經(jīng)過(guò)三種途徑實(shí)現(xiàn)a. 市場(chǎng)浸透經(jīng)過(guò)采取更加積極有效、更富進(jìn)取精神的市場(chǎng)營(yíng)銷措施，努力在現(xiàn)有市場(chǎng)上擴(kuò)展現(xiàn)有產(chǎn)品的銷售量，從而實(shí)現(xiàn)企業(yè)業(yè)務(wù)的增長(zhǎng)。b. 市場(chǎng)開(kāi)發(fā)經(jīng)過(guò)努力開(kāi)辟新市場(chǎng)來(lái)擴(kuò)展現(xiàn)有產(chǎn)品銷售量，從而實(shí)現(xiàn)企業(yè)業(yè)務(wù)的增長(zhǎng)。c. 產(chǎn)品開(kāi)發(fā)經(jīng)過(guò)向現(xiàn)有市場(chǎng)提供多種改型變異產(chǎn)品，滿足不同顧客需求，從而擴(kuò)展銷售，實(shí)現(xiàn)企業(yè)業(yè)務(wù)的增長(zhǎng)。19密集化增長(zhǎng)戰(zhàn)略 現(xiàn)有市場(chǎng) 新市場(chǎng)1. 市場(chǎng)滲 透戰(zhàn)略2. 產(chǎn)品開(kāi) 發(fā)戰(zhàn)略3. 市場(chǎng)開(kāi) 發(fā)戰(zhàn)略4. 多樣化 戰(zhàn)略 現(xiàn)有產(chǎn)品 新產(chǎn)品圖5 三種密集型生長(zhǎng)戰(zhàn)略：安索夫的 產(chǎn)品 / 市場(chǎng)擴(kuò)展方格圖 20一體化增長(zhǎng)戰(zhàn)略Vertical Int

18、egration縱向一體化Backward vertical integration 后向一體化 : attempting to gain control of inputs (become a self-supplier).Forward vertical integration橫向一體化: attempting to gain control of output through control of the distribution channel or provide customer service activities (eliminating intermediaries).Hor

19、izontal Integration程度一體化Combining operations with another competitor in the same industry to increase competitive strengths and lower competition among industry rivals.21多角化增長(zhǎng)戰(zhàn)略Related Diversification相關(guān)多元化Expanding by combining with firms in different, but related industries that are “strategic fits

20、.Unrelated Diversification非相關(guān)多元化Growing by combining with firms in unrelated industries where higher financial returns are possible.22多元化的定義1.低度多元化: 單一產(chǎn)品: 95% 以上的銷售總額來(lái)自同一產(chǎn)品; 主導(dǎo)產(chǎn)品: 70-95%的銷售總額來(lái)自同一產(chǎn)品; 2.中等程度多元化: 相關(guān)多元化: 公司銷售總額的70% 以上來(lái)自不同產(chǎn)品, 而且各個(gè)產(chǎn)品之間在技術(shù), 消費(fèi), 渠道等方面具有相互 聯(lián)絡(luò)的特征; 3.高度多元化: 非相關(guān)多元化: 公司銷售額的70% 以

21、上來(lái)自不同產(chǎn)品, 而且公司產(chǎn)品之間沒(méi)有任何聯(lián)絡(luò).23Growth Strategies (contd)Stability Strategy(穩(wěn)定戰(zhàn)略)A strategy that seeks to maintain the status quo to deal with the uncertainty of a dynamic environment, when the industry is experiencing slow- or no-growth conditions, or if the owners of the firm elect not to grow for perso

22、nal reasons.24Growth Strategies (contd)Renewal Strategies緊縮戰(zhàn)略Developing strategies to counter organization weaknesses that are leading to performance declines.Retrenchment: focusing of eliminating non-critical weaknesses and restoring strengths to overcome current performance problems.Turnaround: ad

23、dressing critical long-term performance problems through the use of strong cost elimination measures and large-scale organizational restructuring solutions.25Corporate Portfolio Analysis公司業(yè)務(wù)組合分析Managers manage portfolio (or collection) of businesses using a corporate portfolio matrix such as the BCG

24、 Matrix.BCG Matrix BCG矩陣Developed by the Boston Consulting GroupConsiders market share and industry growth rateClassifies firms as:Cash cows: low growth rate, high market shareStars: high growth rate, high market shareQuestion marks: high growth rate, low market shareDogs: low growth rate, low marke

25、t share26Exhibit 85The BCG Matrix27Business or Competitive StrategyBusiness (or Competitive) Strategy公司層戰(zhàn)略A strategy focused on how an organization should compete in each of its SBUs (strategic business units).28BCG矩陣的局限性 科爾尼咨詢公司對(duì)BCG矩陣的局限性評(píng)價(jià)是僅僅假設(shè)公司的業(yè)務(wù)開(kāi)展依托的是內(nèi)部融資，而沒(méi)有思索外部融資。舉債等方式籌措資金并不在BCG矩陣的思索之中。 另一方面

26、，BCG矩陣還假設(shè)這些業(yè)務(wù)是獨(dú)立的，但是許多公司的業(yè)務(wù)在嚴(yán)密聯(lián)絡(luò)在一同的。比如，假設(shè)金牛類業(yè)務(wù)和瘦狗類業(yè)務(wù)是互補(bǔ)的業(yè)務(wù)組合，假設(shè)放棄瘦狗類業(yè)務(wù)，那么金牛類業(yè)務(wù)也會(huì)遭到影響。 其實(shí)還有很多文章對(duì)BCG矩陣做了很多的評(píng)價(jià)。這里列舉一部分：關(guān)于賣出“瘦狗業(yè)務(wù)的前提是瘦狗業(yè)務(wù)單元可以賣出，但面臨全行業(yè)虧損的時(shí)候，誰(shuí)會(huì)來(lái)接手；BCG矩陣并不是一個(gè)利潤(rùn)極大化的方式；市場(chǎng)占有率與利潤(rùn)率的關(guān)系并不非常固定；BCG矩陣并不注重綜效，實(shí)行BCG矩陣方式時(shí)要進(jìn)展SBU戰(zhàn)略事業(yè)部重組，這要遭到許多組織的阻力；并沒(méi)通知廠商如何去找新的投資時(shí)機(jī) 29The Role of Competitive AdvantageCom

27、petitive Advantage競(jìng)爭(zhēng)優(yōu)勢(shì)An organizations distinctive competitive edge.Quality as a Competitive AdvantageDifferentiates the firm from its competitors.Can create a sustainable competitive advantage.Represents the companys focus on quality management to achieve continuous improvement and meet customers d

28、emand for quality.30The Role of Competitive Advantage (contd)Sustainable Competitive Advantage可繼續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)Continuing over time to effectively exploit resources and develop core competencies that enable an organization to keep its edge over its industry competitors.31Five Competitive ForcesThreat of New E

29、ntrants新進(jìn)入者的要挾The ease or difficulty with which new competitors can enter an industry.Threat of Substitutes替代品的要挾The extent to which switching costs and brand loyalty affect the likelihood of customers adopting substitutes products and services.Bargaining Power of Buyers買方的討價(jià)才干The degree to which bu

30、yers have the market strength to hold sway over and influence competitors in an industry. 32Five Competitive ForcesBargaining Power of Suppliers供應(yīng)商的討價(jià)討價(jià)才干The relative number of buyers to suppliers and threats from substitutes and new entrants affect the buyer-supplier relationship.Current Rivalry現(xiàn)有競(jìng)

31、爭(zhēng)者Intensity among rivals increases when industry growth rates slow, demand falls, and product prices descend.33Exhibit 86Forces in the Industry Analysis產(chǎn)業(yè)分析的五力模型Source: Based on M.E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: The Free Press, 1980).34

32、Types of Competitive StrategiesCost Leadership Strategy本錢領(lǐng)先戰(zhàn)略Seeking to attain the lowest total overall costs relative to other industry competitors.Differentiation Strategy差別化戰(zhàn)略Attempting to create a unique and distinctive product or service for which customers will pay a premium.Focus Strategy聚焦戰(zhàn)略

33、Using a cost or differentiation advantage to exploit a particular market segment rather a larger market.35The Rule of ThreeSimilar to Porters generic competitive strategiesThe competitive forces in an industry will create a situation where three companies (full-line generalists) will dominate a mark

34、et.Some firms in the market become “super niche players and while others end up as “ditch dwellers.Firms unable to develop either a cost or differentiation advantage become “stuck in the middle and lack prospects for long-term success.A few firms successfully pursue both differentiation and cost adv

35、antages.36Strategic Management TodayStrategic FlexibilityNew Directions in Organizational Strategiese-businesscustomer serviceinnovation37Exhibit 87Creating Strategic FlexibilityKnow whats happening with strategies currently being used by monitoring and measuring results.Encourage employees to be op

36、en about disclosing and sharing negative information.Get new ideas and perspectives from outside the organization.Have multiple alternatives when making strategic decisions.Learn from mistakes.Source: Based on K. Shimizu and M. A. Hitt, “Strategic Flexibility: Organizational Preparedness to Reverse

37、Ineffective Strategic Decisions, Academy of Management Executive, November 2004, pp. 4459.38How the Internet Has Changed Business The Internet allows businesses to:Create knowledge bases that employees can tap into anytime, anywhere.Turn customers into collaborative partners who help design, test, a

38、nd launch new products.Become virtually paperless in specific tasks such as purchasing and filing expense reports.Manage logistics in real timeChange the nature of work tasks throughout the organization. 39Strategies for Applying e-Business TechniquesCost Leadership本錢領(lǐng)先On-line activities: bidding, order processing, inventory control, recruitment and hiringDifferentiation差別化Internet-based knowledge systems, on-line ordering and custome